Strategic Risk Register 202526 Mid-year Update
North Ayrshire Council · 20 November 2025
Back to Audit and Scrutiny Committee — 20 November 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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NORTH AYRSHIRE COUNCIL 20 November 2025 Audit and Scrutiny Committee Title: Strategic Risk Register 2025/26: Mid-year Update Purpose: To provide the Audit and Scrutiny Committee with an update on the progress with actions related to the Strategic Risk Register. Recommendation: That the Committee notes the mid-year update on the 2025/26 Strategic Risk Register. 1. Executive Summary 1.1 The Council’s most significant risks are identified through the Strategic Risk Register, which is refreshed annually and was last approved by Cabinet in March 2025. 1.2 This report, together with Appendix 1, demonstrates progress made by the Council in mitigating against the potential impact of the strategic risks. 2. Background 2.1 The Council’s most significant risks are identified through the Strategic Risk Register, recognising the challenges facing the Council within the current financial year and demonstrating the arrangements in place for managing those risks. 2.2 The Strategic Risk Register is refreshed annually and was last approved by Cabinet in March 2025; thereafter it was reported to the Audit and Scrutiny Committee in May as this Committee has a remit for monitoring key risks. 2.3 The register is attached at Appendix 1 and provides an update on that approved by Cabinet in March. The next full refresh of the risk register will take place early in the new year, to be taken to Cabinet for approval in March 2026 and thereafter reported to the Audit and Scrutiny Committee. 2.4 Where relevant, key actions from the Council Plan have been linked to the risks and progress shown at the end of September. These actions are more strategic in nature. Some risks are managed as ‘Business as Usual’, through the appropriate operational plans within Services or through current controls. Very High Risks 2.6 There are five strategic risks classed as ‘Very High’ (scoring 17-25): Financial Environment (risk score 20) – this risk reflects the ongoing financial challenge faced by the Council.
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Inequalities (risk score 20) – this highlights the socio-economic inequalities faced in North Ayrshire. Financial Sustainability of the Health and Social Care Partnership (risk score 25) – this reflects the significant ongoing financial challenges faced by the Partnership and the risk these present to the Council which are increasing. This matter is currently being addressed by the Council through current financial performance reporting governance and through the recent Budget setting process for 2025/26 and future years. However it should be stressed that this position continues to present significant challenges for the financial sustainability of the Council. Property Asset Risk (risk score 20) – This reflects the impact of long-term restricted budgets on the Council’s ability to maintain these to a good standard. Community Capacity Building and Empowerment (risk score 20) – this highlights the challenges associated with delivering the Community Empowerment Act. High Risks 2.7 There are three strategic risks classed as ‘High’ (scoring 10-16): Cyber Security (risk score 16) – this reflects the ongoing risk from external cyber- attack which is being faced by all organisations. Climate Change (risk score 16) – this risk has been on the Strategic Risk Register following the declaration by the Council of a Climate Change Emergency during 2019. Transformation (risk score 12) – this reflects the wider risks associated with delivering the current Transformation Programme and developing a pipeline of future initiatives. Longer-term risks and horizon scanning 2.8 The Strategic Risk Register identifies the most significant risks which the Council faces at the present time. 2.9 The Corporate Risk Management Group identifies any new relevant risks though internal reviews and external horizon scanning utilising a number of sources. 3. Proposals 3.1 It is proposed that the Committee notes the mid-year update on the 2025/26 Strategic Risk Register. 4. Implications/Socio-economic Duty Financial 4.1 The Council continues to have a robust long and medium-term financial planning framework. Key strands include development of key transformation themes and the establishment of an Investment Fund that will generate future savings alongside delivery of a number of key Council priorities. Human Resources 4.2 None.
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Legal 4.3 None. Equality/Socio-economic 4.4 The risk to the Council is that North Ayrshire residents, and in particular certain groups, will experience increasing levels of poverty and its effects. Current control measures fall into two categories - measures to address the root causes of socio-economic inequalities - income through employment or benefits – and mitigation measures to minimise the impacts of poverty. Climate Change and Carbon 4.5 The Council has declared a climate change emergency and has in place an Environmental Sustainability and Climate Change Strategy. Significant work to help mitigate the risk of flooding is included within the Capital Plan. The Council is undertaking an ambitious renewable energy programme. Key Priorities 4.6 A successful risk management framework helps to underpin the delivery of the Council’s strategic priorities in the Council Plan 2023-2028. Community Wealth Building 4.7 The Council has an ongoing commitment to community empowerment and locality partnerships, together with an enabling approach with community partners and support with third sector interface to build capacity and identify opportunities for growth and sustainability. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 5. Consultation 5.1 The Strategic Risk Register has been reviewed in consultation with the Executive Leadership Team. Mark Boyd Head of Service (Finance)
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For further information please contact Alex Fitzharris, Team Manager (Risk & Insurance), on 01294 324415. Background Papers None.
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Appendix 1 - Strategic Risk Report – Mid Year Update 2025/26 Risk Code SRR2526_R01 Risk Title Financial Sustainability Latest Note Date 16-Sep-2025 Risk Owner Mark Boyd Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The risk is that the level of funding from Scottish Government to local government falls significantly below the level required to operate services effectively. This will require the Council to take increasingly difficult and challenging decisions. The revised 2025/26 local government settlement represents an increase in core funding of £7.254m (2.05%). This is against a backdrop of significant inflationary cost increases and risks, including and anticipated shortfall in funding for employer national insurance contributions for direct staff of £2.647m. The North Ayrshire position is further affected by a reducing overall population demographic and a growing elderly population. This will further impact the Council’s share of funding across the short, medium and long term. Although there is a commitment through the Verity House agreement for Councils and Scottish Government to work together there continues to be challenges around the level of flexibility the Council has on key areas of Budget, most notable in areas like HSCP funding and funding for teachers and support staff, where conditions remain. Cost pressures across the Council’s General Fund and the Health and Social Care Partnership present a significant risk to the sustainability of the Council’s finances. Scottish Government funding to support the Council’s capital programme has also not kept pace with rising costs. Set against high inflationary driven construction costs there is a risk that the 10-year capital programme will be unaffordable. This could require projects to be reduced in scale or even ceased. Funding not keeping pace with demand and inflationary cost pressures means that there will be a reduction in some service areas potentially resulting in higher risks for service users. The future delivery of balanced budgets will become increasingly challenging. The capital programme could also be significantly impacted leading to reduced levels of capital investment. Robust monitoring of the Council’s revenue and capital budgets is in place as well as regular reporting of financial performance of the IJB to Cabinet and Audit and Scrutiny. To assist financial planning The Medium and Long- Term Financial Outlook (LTFO) to 2033/34 was approved at Council on 13 December 2023 – this is the cornerstone of the Council's financial planning in the medium to long term. The annual budget process for the General Fund revenue and Capital Programmes and financial performance monitoring process will continue to provide the framework from which control measures will continue in addressing the financial position. Delivery of the Council’s Change Programme is also vital in addressing the Budget challenges and this is being progressed by the Council’s Transformation Board, which is chaired by the Chief Executive. Utilising the Council’s available statutory powers is another important area in addressing the financial challenges. 4 5 Status Risk Score Heat Map Change in Score Approach No change Treat Increasing Risk 20
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Strategic Risk Action Plan Date Updated 16-Sep-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Regular financial monitoring of Revenue and Capital Budgets. 26 February 2025: Recent finance reports trending towards break-even position for the Council’s general fund. Major challenges remain however regarding the financial performance of the IJB. The Council will require to make interim funds available to the IJB in 2024/25 and this will be on the basis of repayment in future years. This will be considered by Cabinet. 16 September 2025: Early indications for 25/26 position projects a net break-even or even a trending underspend. This position however does not include the HSCP position which could have funding implications for the Council. 31-Mar-2026 Mark Boyd Maintain Financial Governance Arrangements for IJB. 26 February 2025: The Finance Working group continues to progress transformation and recovery actions, however it is unlikely it will achieve financial balance in 2024/25. Information continues to be reported through to the Council’s Cabinet 31-Mar-2026 Mark Boyd Progress dialogue via COSLA with Scottish Government on a range of areas including fair funding, multi-year settlements, reduction in levels of ring-fenced resources, true costs of SG policy areas, financial flexibilities and a New Deal partnership with SG and local government. 26 February 2025: Further progress made in this area as part of the Local Government settlement through reduced levels of ring-fencing, however, further progress needs to be made as conditions remain around teacher numbers and HSCP funding. Financial flexibilities have been progressed by the Council through approval of 100% premium for second home-owners council tax and through a review of non-domestic rates empty property relief 31-Mar-2025 Mark Boyd Develop the 2026/27 to 2028/29 revenue budget (medium-term financial strategy) and capital programme taking account of all pressures and savings via Directorates and Transformation programme. 16 September 2025: The 2026/27 Budget process has commenced. Early budget engagement with elected members scheduled for 8th October 2025 and the Medium-Term financial Outlook planned for Council on 5 November 2025. 26-Feb-2026 Mark Boyd
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Risk Code SRR2526_R02 Risk Title Inequalities Latest Note Date 12-Sep-2025 Risk Owner Caroline Cameron; Sam Anson; David Hammond Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact North Ayrshire residents, and in particular certain excluded groups, will experience increasing levels of poverty and its effects, as a result both of the economic situation and further public sector funding challenges. Health inequality is closely linked to poverty, employment and people's earliest experiences as children, and will increase. The population of North Ayrshire is projected to fall over the next 10 years but there will also be a larger proportion of the population considered dependent (not economically active). The impact on specific risk groups is greatest for our children, young people and families, unemployed people and those in in- work poverty and people exposed to the risks of drug and alcohol addiction. Demand for HSCP and Council Services will increase. As reductions in resources increase, early intervention and prevention activities are at risk, thus increasing the potential for an increase in costly crisis interventions. The local economy will be impacted by reduced spending power by economically inactive residents. The Collaboration for Health Equity in Scotland (CHES) is an innovative two-year partnership between Public Health Scotland, the Institute for Health Equity and to improve healthy life expectancy and reduce health inequalities. The CHES programme was officially launched in Saltcoats Townhall in February 2025. This work has resulted in establishing three workstreams which will provide an enhanced focus on the marmot principles below in identified geographic areas: Marmot principle 1 – Give every child the best start in life (Irvine Fullarton / Castlepark / Bourtreehill) Marmot principle 3 – Fair employment and good work (Three Towns, Saltcoats Central / Ardrossan Central / Stevenston Hayocks) Marmot principle 6 – Strengthen the role of ill health prevention (Garnock Valley) The aims of CHES are to answer two fundamental questions: 1) What are the most impactful areas for intervention in Scotland to make meaningful progress in closing inequities in healthy life expectancy, and 2) how can national and local organisations work more effectively to close the gap between policy intent and impact in these areas? One of the key priorities in the HSCPs current strategic plan is ‘Tackling Inequalities’, and over the previous year has continued to deliver actions aimed at reducing inequalities. For example, our social work teams continue to host events during the year at critical times, such as back to school and Christmas, to get children supplies they need and participation in social events. The Money Smart service continues to offer advice and support for financial inclusion, with self-referrals to the Welfare Reform Advice team doubling between 2023 and 2024. A new financial advice strategy has been developed this year and once published will outline plans for further support to offer the community. The team is also engaged in a two-year initiative to implement Welfare Rights services within eleven GP practices throughout North Ayrshire. Since the project's inception, three Income Advisers have secured nearly £4 million in benefits for local patients and residents. The Justic Service Unpaid Work Teams Employability Mentors work with people with convictions that may face stigma or inequality associated with declaring a criminal record, or an unwillingness by some employers to provide those with criminal convictions with job opportunities. The mentors assist service users involved with the Justice system to obtain skills that will enable them to gain employment and training opportunities to support reintegration into the community. The HSCP is currently revising its Strategic Plan where it aims to move towards focussing on health improvement and long-term planning to meet the changing needs of the population within more efficient systems. It outlines 3 Strategic Priorities that aim do address some of the causes of poor health and respond to the inequalities within the population: 1. Supporting the Improvement of Population Health 2. Addressing the Changing Needs of an Ageing Population 3. Tackling the Root Causes of Health and Care Inequality Over the 3 year period following approval of the new approach, the HSCP aims to research and identify whether any changes to service delivery could lead to improved health and care outcomes. The HSCP also developed new Equality Outcomes in 2025, which aims to reduce inequalities when accessing health and care services for protected characteristics. A set of aims have been developed which include improving support for carers with additional barriers, such as ageing carers or those with disabilities, and improving accessibility for those with cultural or language barriers. 5 4
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Investment in early intervention teams and approaches in Children’s Services to support vulnerable families, including in Child Protection and Whole Family Support. The Council considers reducing inequalities to be at the heart of its work. The Communities & Housing Directorate leads the Community Planning Partnership for the Council, and the CPP’s Local Outcomes Improvement Plan has a central purpose of reducing inequalities. Locality Planning priorities and Community Investment Fund funded initiatives are also focused on a range of inequalities, including poverty, age-related inequalities and digital inequalities. Recent CIF-funded projects have focused on employability, addictions and community food. A recent review of locality planning has refocused activity on addressing inequalities. Communities staff support a range of community led projects which address poverty within their areas, such as the organisations who are part of the NA Fairer Food Network. Sam Anson, Executive Director (Education) and David Hammond, Executive Director (Communities & Housing) led the work of the Child Poverty and Cost of Living Board, chaired by the Council Leader. The five strategic themes of the Board were: • No Wrong Door – access to services • Employability • Food • Islands • Childcare This work has now been mainstreamed by the Community Planning Partnership (CPP) to ensure greater partner visibility and impact. The work of the Partnership’s Wellbeing Alliance is also increasingly focused on the impact of child poverty and how this can be mitigated. Work to address child poverty and the Cost-of-Living crisis includes a range of employability initiatives to support parents and people with disabilities, each of whom are Scottish Government priority groups. Progress has been made with partners to undertake a review of the Child Poverty & Cost of Living approach, with recommendations being finalised for consideration by the Board. This is supported by the data and Single Shared Assessment projects being developed by the Transformation team, to provide holistic support for residents who need it most. The Child Poverty Early Intervention Fund is being used to address gaps in current planning and provision. Previous funding decisions were made as a consequence of the mini-enquiries to support employability and travel, childcare developments and support for care experienced young people and families. Further allocations are currently being developed and have been approved by the CPP Senior Officers Group. Through the Scottish Government’s Fairer Futures Partnership we have established a Child Poverty Strategy Team, who came into post in January 2025. This team are providing a key oversight role in collectively delivering holistic support, alongside the transition to a wellbeing economy, in reducing child poverty rates in North Ayrshire. The Scottish Government has provided a third year of funding to address inequalities on the islands. This has been used to fund energy support, welfare advice and support, third sector interventions and school activities. The commitment to reducing inequalities is also reflected in the following plans: • The Educational Service Improvement Plan • Connected Communities strategic plans and • Facilities Management plans. Examples of actions to reduce inequalities: • Deployment of Scottish Attainment Challenge funding to reduce the poverty related attainment gap in schools
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• Use of the Pupil Equity Fund to ensure equity of pupil experience in schools, at the discretion of head teachers • Cost of the School Day actions to reduce, for example, the cost of school uniforms and clothing, food and outings • Support for care experienced young people, both in schools and through youth services • Additional national and local investment in Active Schools to focus on inequalities and equity • The mainstreaming of community buildings as warm spaces and events to mitigate energy use and social isolation • Work to support “New Scots,” in schools, with families and in community settings through language support and capacity building, including women’s groups • LGBT support groups for young people and those over 18 • Mentoring support for young people in secondary schools through a partnership with MCR Pathways. Work is in hand with the Third Sector Chief Officers Group to co-design expenditure proposals from the Child Poverty & Early Intervention Fund on three priorities relating to child poverty, namely childcare, support in employability and financial inclusion. Funding for the final proposal of a collaborative approach by third sector organisations was agreed in June 2025 and work is progressing. In addition to the above, the HSCP re-affirmed its commitment to tackling Inequalities by continuing to consider it a key priority with the Partnership’s Strategic Plan. Through the HSCP strategic plan, the Partnership sets out actions to tackle inequality through its Partnership Pledge and across its strategic priorities. Tackling inequalities is addressed across HSCP service areas. An example of actions to help address local inequalities include: Establishing the Money Matters service in 9 GP practices and 7 local schools in the more deprived areas of North Ayrshire. This will improve accessibility of the service to those who would benefit most. Building on this approach through the launch of the Financial Inclusion Partnership bringing a range of key partners and stakeholders together to improve access and support for the most vulnerable NA residents. Increase the number of employability mentors in Justice Services, to support those with experience of the justice service into meaningful employment or training opportunities and to help divert away from criminal behaviours. Working closely with Housing colleagues to support transitions from care and ensuring care experienced young people can access a positive and stable housing destination. In our Drug and Alcohol Services, we are implementing actions to reduce the number of local drug and alcohol related harms and deaths. This includes implementing the national MAT (Medicated Assisted Treatment) standards and increasing the number of ABIs (Alcohol Brief Interventions) delivered across North Ayrshire. Through the Caring for Ayrshire programme, we have set out a phased approach to improve local primary care premises (GP Practices and Health Centres). This will improve overall professional capacity within GP practices for Multi-Disciplinary Teams, ensuring the right support is available for local people with health concerns. Investment in early intervention teams and approaches in Children’s Services to support vulnerable families, including in Child Protection and Whole Family Support. A range of strategies are in place to ensure our strategies and investment are informed by as wide a range of views as possible. The recent incorporation of the UNCRC has ensured that children and young people’s right to participate is upheld by all services.
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Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 20
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Strategic Risk Action Plan Date Updated 12-Sep-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Global and national conditions which affect the cost-of-living and poverty continue to undermine the effectiveness of local control measures. Substantial work continues to mitigate inequalities but child poverty data, for example, continues to show an increase. National data collection methodologies have changed which explains the change in part, but North Ayrshire continues to have c. 29% of children living in poverty. Although unemployment has reduced, it continues to be a driver of poverty, with in-work poverty a key factor. Access to benefits is a key driver of poverty and the range of strategies described above continues to ensure we are maximising access to entitlements. The Single Shared Assessment work will improve this. 20 February 2025: The work of the CPCOL board has been mainstreamed* as a workstream of the CPP board following discussion with both groups and in recognition of the importance of the work as a core function of the partnership. This improves visibility and governance. Work is being developed around the codesigned use of an allocation of the Child Poverty and Early Intervention Fund along with the Third Sector Chief Officers Group. This will improve capacity for change across third sector initiatives delivering on child poverty outcomes. The recent review of Locality Partnerships has resulted in a series of recommendations designed to refocus the work of the partnerships on their prime driver of reducing inequality. 12 September 2025 The CPP Board continues to focus its strategic activity on CPCOL and the reduction of inequalities. Locality planning has a renewed focus on inequalities within areas and driving forward change at locality level. The Third Sector Chief Officers Group have begun implementing the project which was collaboratively proposed with a view to increasing their capacity and tackling child poverty outcomes. We are working on the delivery of the action plan around childcare which is associated with child poverty work. We continue to work to build and support capacity in community and voluntary organisations which mitigate the impacts of poverty. Work has begun on the new Active Communities strategy which will have a focus on reducing health inequalities through supporting activity across North Ayrshire. The Wellbeing Alliance has refined its approach to focus on the impacts of child poverty over the next three years and will deliver a range of targeted projects. A locality mapping exercise is under way to share information and gather a full picture of all supports available in each area. Continued support for the Fairer Food Network, including the allocation of additional funding from the CPEIF, ensures continued access to dignified food provision. We are working in collaboration with the Island Plan Delivery Groups to ensure effective spend of funding to address island related inequalities. 31-Mar-2025* Caroline Cameron
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Access to support and information around other interventions is made available through the library service.
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Risk Code SRR2526_R03 Risk Title Financial Sustainability of the Health and Social Care Partnership Latest Note Date 11-Sep-2025 Risk Owner Caroline Cameron Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Resources have not kept pace with the demand for and cost of social care services. Financial modelling suggests significant ongoing challenges across the medium-term with 2026/27 being particularly challenging as the superannuation increase will cost £7m approx and this is prior to considering other pressures. There is no certainty around future funding against growing demand, increasing costs and demographic pressures, with one-year budget settlements remaining in place. The ongoing work to review the Integration Scheme and to develop new risk-sharing arrangements between the Council and Health Board in relation to the acute set aside and primary care prescribing present a financial risk to the Partnership and Council. Unearmarked reserves are depleted, there is no scope to absorb in-year variances, with any overspends requiring additional funding from partners. The wider system financial challenges and impact across the whole system, for example the financial position of NHS AA and the decisions taken to reduce the Board’s deficit may have impacts on other parts of the health and care system. The Partnership is projecting an overspend of £5.2m in 2025/26, reduced from the £1.2m if the approved recovery plan is fully delivered. The financial position throughout 2025/26 and into 2026/27 remains challenging for the IJB. Funding levels could result in savings being made that are not in alignment with the strategic plan. This could impact on the future demand levels e.g. reduction in early intervention and prevention means that future demand is increased. An in-year overspend position poses a financial risk to the Council and NHS Board as funding bodies. Funding levels increase the requirement to transform services at scale and pace. The IJB actively monitors the financial position with regular detailed reporting. Directors of Finance of the Council and Health Board have oversight, and regular updates are provided to the Council's Cabinet. There is an integrated approach to managing the totality of NHS and Council resources delegated to the IJB. A three-year Medium-term Financial Outlook is updated on a rolling basis each year. Previous financial settlements have seen both partners meet the Scottish Government settlement conditions with any additional resources passed to the IJB. The Partnership has developed a new 3-year Transformation Plan 2024-2027 which will be approved by the IJB in March 2024. There is £0.780mof earmarked reserves set aside to support service change and re-design. This is fully committed and any slippage at the year-end will be drawn down in-year to support the financial position. Services will continue to work towards implementing the recovery plan to deliver cost reduction targets while carefully managing the level of risk. The management actions and governance framework agreed in 2024/25 will continue throughout 2025/26. Additional actions approved for 2025/26: • Recruitment delay – there will be a recruitment drag with vacancy scrutiny approved vacancies being held for four weeks before they are advertised to create more payroll turnover. This will be for all vacancies except clinical or registered services vacancies or those which will incur cover costs. • High-cost care package group – the remit of this group will be expanded to include care packages for children with a disability and all UNPACs placement requests. • Oversight group for looked after and accommodated children in residential care – this group meets fortnightly to actively review all placements 5 5 Status Risk Score Heat Map Change in Score Approach Remains at 25 Treat Increasing risk 25
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Strategic Risk Action Plan Date Updated 11-Sep-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Budget Monitoring - Regular budget monitoring reports to IJB are effective. 16 January 2025: The capacity of the NHS finance team to provide up to date monitoring information has been raised and discussions are ongoing to ensure accurate and timely information is provided to the IJB. 11 September 2025: A pan Ayrshire reporting template is being developed for all Lead Partnership services to ensure consistent reporting across the Ayrshire HSCPs. 31-Mar-2025 Caroline Cameron Corrective Action – Transformation Board is effective 16 January 2025: The transformation board has a themes-based agenda e.g. children & families, community care & health etc. This has allowed a stronger focus on each area. Regular updates have been presented to the IJB on progress. 11 September 2025: A recent internal audit report on IJB Transformation reported substantial assurance with regard to the governance of the HSCP’s Transformation Plan. It stated ‘The current governance arrangements include clear reporting lines and involve senior managers at an appropriate level. The Transformation Board meets regularly and has a good overview of the projects, including access to a tracker which is summarised in a 1-page dashboard’. 31-Mar-2025 Caroline Cameron Enhanced Financial Controls 6 March 2025: The Finance Working Group has now met 6 times and covered a range of areas to support increased oversight and scrutiny of the financial position and transformation programme and to support detailed budget planning for future years. This has supported proposals for the 2025/26 budget coming forward before March 2025 for approval and an improved understanding of the scale of the financial challenge and the difficult decisions required to manage this. The Financial Recovery Plan is estimated to deliver £4m of benefit in-year, with the forecast outturn reported to be £5m, a reduction from the £6.5m reported in August 2024. Some of the benefit of the plan has been eroded by unexpected financial pressures in-year. 11 September 2025 Continued operation of the Finance Working Group. In preparation for the 2026/27 budget there are meetings ongoing with every senior manager with their Head of Service, Chief Officer and Chief Finance Officer to review their budget and services provided. 31-Mar-2025 Caroline Cameron
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Sessions with the extended PSMT to outline the financial landscape. National Influence/Escalation 6 March 2025: Through the NA Chief Officer, the IJB have raised concerns nationally with Scottish Government, with Civil Servants and Politically re the impact of the financial position aligned to performance, for example the priority of the Delayed Discharge Mission. Scottish Government plans to publish an NHS Renewal plan at the end of March 2025 which will describe how the £200m funding set out as part of the budget will be deployed to improve performance. As part of this, and through NHS Boards, HSCPs were requested to submit costed improvement plans. North Ayrshire HSCP submitted a request for £9.5m of additional funding of which the majority of funding is for social care, the HSCP await feedback following submission by all Boards to Scottish Government. Concerns have also been raised nationally by Audit Scotland through their Finance Bulletin on IJBs published on 6th March and by Chief Officers as a collective, Chief Officers shared the national scale of financial challenge with Scottish Government officials and politicians on 5th March with a request that IJB requests for funding are prioritised. 11 September 2025: Continued representation at the Chief Officers and CFO networks. 31-Mar-2026 Caroline Cameron
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Risk Code SRR2526_R04 Risk Title Cyber Security Latest Note Date 18 Sept 25 Risk Owner Fiona Walker Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The potential compromise of business operations or a data breach orchestrated via either digital channels or the IT infrastructure. This can include targeting of the user base. Risk derives from both Council operations and those of its supply chain. The increasing importance of delivering services through digital channels and maximising efficiency through effective and secure use of technology. This includes a growing adoption of cloud-based computing resources which extend processing capabilities, and associated risks, beyond the Council’s network. Hybrid remote and mobile working is now the normal working practice for over 3,000 staff. Such a distributed work force increases the complexity of protecting against cyber and data protection risks. Failure by Services to adopt and comply with strategies, policies and procedures may result in a failure to adequately ensure the desired levels of cyber-security required to maintain and protect council systems and data. There may be a significant impact on the authority through the release of personal and/or sensitive information resulting in a loss of public confidence and significant financial loss incurred through fines and service disruption. A successful cyber-attack (malicious external or internal action) on the Council’s IT environments could also result in significant service disruption, loss of income streams and possible data loss/exposure. Impacts of a cyber-attack could include economic (i.e. inability to collect online payments), societal disruption (i.e. loss of diaries and client appointments), and reputational damage (i.e. loss of public confidence in digital services). It is recognised that it is not possible for any organisation to expect to be completely protected against continually evolving cyber threats. A threat actor with sufficient motivation, resource and capability will be able to compromise the most secure system. The Council takes a sociotechnical approach to reducing risk by continually developing protective measures through technical, organisational and people-focused controls. Technical controls are implemented in areas such as network defences, secure configuration of systems, user authentication, malware protection, and vulnerability management. These are based on best practice and independently tested on an annual basis to confirm their effectiveness in accordance with compliance schemes. The Council employ a fully managed Security Operations Centre (SOC) service which provides advanced monitoring, detection and response capabilities on a 24 hours a day, 365 days a year basis. The Council maintains a comprehensive set of policies, standards, guidelines, metrics and reporting mechanisms as part of its information security governance structure. A comprehensive training and awareness programme is delivered to nurture a cyber- aware workforce and culture. Recent high profile cyber incidents affecting both the UK retail and public sectors demonstrate a continued increase in the sophistication and severity of cybercrime. However, the bolstering of the Council’s Cyber Security programme through additional resource, technology and improved processes alongside wider efforts in improving the Council’s resilience mean that the overall risk severity score remains stable. The cyber security landscape continues to evolve rapidly, and this position will be routinely monitored and reviewed. 4 4 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 16
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Strategic Risk Action Plan Date Updated 18-Sep-25 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Incident Detection and Response – Recent cyber-attacks on public sector organisations highlight the need for robust incident detection and response procedures and technologies. The current response procedures been shown to be effective based on incidents experienced so far, however detection capabilities will need to be reviewed and improved. 15 January 2025: Following a process of market consultation and vendor engagement, the Council have recently procured a Managed Security Operations Centre (SOC) service for an initial period of three years. The project is currently in the implementation phase, and we anticipate the service being fully operational by the end of February 2025. 18 September 2025: The Council’s Managed Security Operations Centre (SOC) service is fully operational. The deadline for completion of this activity has been achieved. This will however remain on the SRR as tuning and refinement are required to ensure effective detection and response capabilities. 31-Mar-2025 – achieved. Ongoing Fiona Walker Training and Awareness 15 January 2025: The mandatory Cyber Security Essentials E-Learning course remains our training initiative with the greatest reach. This course has been fully re-written and is now live for all employees to complete annually. The mandatory E-Learning course is being supplemented by a range of further initiatives to include all-staff webinars, awareness raising news posts and other communications, this approach aims to ensure messaging is kept current and reflects the rapidly evolving threat landscape. Phishing simulations continue to be used to validate effectiveness of training and awareness initiatives. 18 September 2025: Cyber Security awareness raising initiatives continue to be delivered. The newly revamped Cyber Security Essentials iLearn module has been launched and the effectiveness of this can be seen from the most recent phishing simulation exercise which demonstrates a continuation of the clear downward trend in terms of staff interactions alongside an increase in those reporting suspicious messages for further analysis. A phishing specific iLearn module is being scoped for development and those staff who interact with phishing simulation messages will be required to complete this. Targeted engagement with Education is underway to ensure school based staff have the opportunity to attend Cyber Security awareness raising events and initiatives. Ongoing Fiona Walker
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Risk Code SRR2526_R05 Risk Title Transformation Latest Note Date 16-Sep-2025 Risk Owner Mark Boyd Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact There is a risk that transformation and change activities, which are core to the future delivery models and long-term financial sustainability of both the Council and Health and Social Care Partnership, fail to deliver at the level of scale and pace required. Failure to deliver transformational change will impact on the Council’s financial sustainability, effectiveness of service delivery and delivery of the outcomes set out in the Council Plan 2023-28 and the Local Outcome Improvement Plan (LOIP). Failure to deliver the HSCP Transformation programmes across the Partnership, involving North Ayrshire Council (NAC) and NHS Ayrshire & Arran (NHSAA) services may lead to the identified outcomes not being delivered; resulting in financial instability, reduced performance, deteriorating patient outcomes, and reputational damage within North Ayrshire Health and Social Care Partnership (NAHSCP). Failure to embed cultural transformation activities may lead to difficulties in building future workforce capacity and in ensuring we have an engaged, skilled and knowledgeable workforce to meet service demand. The transformation programme aligns to the Council Plan and is monitored via the Transformation Board. The Board is chaired by the Chief Executive. Workstreams have been developed across Transport and Travel, Digital, Land and Property assets, Sustainability, Financial Inclusion as well as ongoing reviews across Waste Services, ELC, Learning Resources and Housing. HSCP have an established Transformation Board to closely monitor progress with plans, regular updates on programme to the IJB and regular meetings with the Chief Executive and S95 Officer to review progress and mitigation plans. Cultural transformation activities continue to evolve to support the Council’s transformation and improve effectiveness and capability. This includes sharing learning and skills, engagement, design experiments and a whole systems approach to transformation and change. Our workforce planning approach utilises a variety of tools and techniques, such as career development, succession planning, vacancy management, redeployment and early release schemes to ensure our workforce requirements for the future, in terms of skills and capabilities, are planned. Each Head of Service has a workforce plan, and these are monitored six-monthly with continued HR support and guidance to ensure service review and redesign of the workforce is on track. 3 4 Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 12
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Strategic Risk Action Plan Date Updated 11-Sep-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Existing project level governance and controls remain effective and are constantly reviewed. 25 February 2025: Scoping has commenced to inform the next stages of a further property transformation workstream, focusing maximising the benefits that can be derived from the property estate (i.e., capital receipts, community wealth building, net-zero, etc). 11 September 2025: A recent internal audit report on IJB Transformation reported substantial assurance with regard to the governance of the HSCP’s Transformation Plan. It stated ‘The current governance arrangements include clear reporting lines and involve senior managers at an appropriate level. The Transformation Board meets regularly and has a good overview of the projects, including access to a tracker which is summarised in a 1-page dashboard’. Quarterly Mark Boyd / Chief Executive and Executive Directors Review current governance arrangements and project delivery in view of land and property workstream to seek optimal delivery aligned to the council’s net zero ambitions. 25 February 2025: Regional Land and Assets workstream being further developed with NAC as lead organisation. Work to deliver the Irvine Locality Workstream, approved by Cabinet in March 2024, is well progressed with the majority of staff now occupying Cunninghame House. 26-Feb-2025 Mark Boyd / Chief Executive and Executive Directors
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Risk Code SRR2526_R06 Risk Title Climate Change Latest Note Date 11-Sep-2025 Risk Owner Russell McCutcheon Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Climate change is expected to continue and worsen in the future if no action is taken, with increases to mean global temperatures, sea level rises and the increasing frequency and severity of weather events such as floods, heatwaves, droughts and storms. More frequent and intense heavy rainfall events increase the risk of soil erosion and flooding. Rises in mean sea level increases risks of coastal erosion, flooding, saltwater intrusion and soil salinisation (risk to agricultural land and freshwater habitats). Severe weather is already affecting public services across Scotland, with operational, reputational, financial and legal consequences. There is also an ongoing impact of severe winter weather including snowfall and freezing temperatures which impact service delivery and the integrity of our roads open space and buildings infrastructure. This shift in weather patterns caused by climate change is also affecting biodiversity across Scotland. Increased frequency of severe weather conditions and flooding events may lead to more instances of damage to Council infrastructure and property, interruptions to service delivery and increased demands on services, often with little notice. Risk to life, transport disruption and pollution to the local environment, as well as impact adversely on the local economy if businesses are unable to operate. Council requirement to provide immediate response and manage the adverse effects of more frequent and severe weather emergency situations, including support to local communities and businesses. The Council is required to comply with the ‘Public Bodies Climate Change Duties’ under the Climate Change (Scotland) Act 2009. These duties require the Council to assess the risks, threats and opportunities associated with climate change and identify actions to increase resilience to climate change. North Ayrshire Council declared a Climate Emergency in June 2019, committing to act on climate change and reduce carbon emissions. In January 2020 the Council approved the target to become net-zero carbon by 2030, for both Council estate emissions and area-wide emissions. Following implementation of the Council’s third Environmental Sustainability and Climate Change Strategy (2021-23), Cabinet approved the new Sustainable North Ayrshire Strategy (2024-27) in December 2023. This strategy provides a road map to achieve the net zero carbon emissions by 2030 target. There are 5 workstreams within the Sustainable North Ayrshire strategy, namely Energy, Nature, Transport, Waste and Adaptation. We continue to utilise Adaptation Scotland’s Capability Framework to ensure North Ayrshire takes a strong, proactive approach to adapting to climate change. Officers are participating in the Sustainable Scotland Network’s ‘Adaptation Scotland Benchmarking Group’ to learn and share best practice with other local authorities. Adaptation actions are identified within the Ayrshire Flood Risk Management Plan (2021), the Ayrshire Local Flood Risk Management Plan (2022), the Ayrshire Shoreline Management Plan and in the Adaptation Capability Framework. Flood studies are undertaken to help the Council identify areas that are at risk of flooding and to appraise options to reduce flood risk to communities and infrastructure. In addition, actions to mitigate Climate Change risk are held within strategies such as the Local Transport and Active Travel Strategy, Local Biodiversity Action Plan, Vacant and Derelict Land Strategy and Weather and Winter Emergencies Plan. Asset management plans are in place which are regularly reviewed for our Roads, Fleet, Housing, Property and Open Spaces. Furthermore, through the Ayrshire Civil Contingencies Team there are emergency planning arrangements in place in the event of severe weather and flooding conditions causing major disruption and damage to the area or to individual communities within it. 4 4 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 16
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Strategic Risk Action Plan Date Updated 11-Sep-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Reducing Carbon Emissions: North Ayrshire Council declared a Climate Emergency in June 2019, committing to act on climate change and reduce carbon emissions. In January 2020 the Council approved the target to become net-zero carbon by 2030, for both Council estate emissions and area-wide emissions. The Council has taken action against climate change since our first Carbon Management Plan in 2006/07, by working to reduce emissions associated with Council services, and using the baseline year of 2005/06 from which to measure progress. Since the baseline year of 2005/06, Council estate emissions have reduced by 67%, from 63,334 tonnes of carbon dioxide equivalent (tCO2e) to 20,745 tCO2e. Area-wide emissions are published by BEIS. Current records show total emissions have reduced across North Ayrshire by 42.6%, from 1,454 kilo-tonnes of carbon dioxide (ktCO2) in 2005 to 835 ktCO2 in 2019. To ensure North Ayrshire Council can develop a leading, cross- sector and community led approach we established a Climate Change Steering Group (CCSG) in 2021. The CCSG is chaired by the Cabinet Member for Green Environment and Economy, and brings together young people, local businesses and community organisations from across North Ayrshire. Existing controls remain effective and are under review as our response to climate change develops and we progress towards achieving net zero by the 2030 target. 24 February 2025 Business and Sustainability Fund agreed through 2024/25 budget in delivery including appointment of Programme Manager and development of Islands Net Zero Accelerator (NZA) and Phase Two Mainland NZA programmes. Islands NZA Programme supported by £25k funding from Zero Waste Scotland. Wider Place strategy updates continue to be provided through Pentana and governed through the Place Project Board. 11 September 2025 Following delays in the testing and energisation of the Solar Farms, these will now be connected to the grid and generating clean electricity (and income to the Council) in the Autumn of 2025. A recent SALIX recycling funding application has secured £184k, to be match funded by the Council. This will assist us in our on-going work to decarbonise the estate. Reporting to ELT of energy use and site-by-site performance across the Council now takes place. A programme of 14 Electric Vehicle Charge point installation is underway. In addition, work continues in partnership with the Ayrshire Roads Alliance to deliver 307 charge points across Ayrshire. It is anticipated a contractor will be appointed for this work in Q1 2026. 31-Mar-2027 Russell McCutcheon
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Strategic Risk Action Plan Date Updated 11-Sep-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Flood Risk Management Plan: Cycle 2 of the Ayrshire Local Flood Risk Management Plan has been developed and was published on 31st December 2022. Studies and modelling will be undertaken to identify and prioritise vulnerable areas where financial damage and risk to life are most likely. There is an ongoing programme of monthly inspections of debris screens which have been installed to prevent vulnerable culverts from blocking and causing flooding. CCTV inspections of culverts are also undertaken to identify blockages and deterioration of assets that might cause flooding. This has been effective in reducing flooding, although there are capacity issues h that this process cannot address. The Upper Garnock Valley FPS has been completed and is currently providing flood protection. Ayrshire Shoreline Management Plan: The Ayrshire Shoreline Management Plan will be replaced with a Coastal Change Adaptation Plan. The adaptation plan will enable the Council and other stakeholders to effectively plan our future actions whilst allowing for flexibility in response to future changes. It will incorporate recent international and UK advances in adaptation and shoreline management planning to allow for local interpretation and involvement. 24 February 2025: 1. The construction of the Millport Coastal Flood Protection Scheme is complete. The scheme performed well during Storm Éowyn and no significant reports of coastal flooding in Millport were received. A pre-tender notification for the Millport Mill Burn Flood Protection Scheme was issued in January 2025. It is anticipated that the contract will be awarded in Autumn 2025, that construction will commence in late 2025, and that completion will be in 2026. 2. The first stage of the Three Towns Flood Study was completed in February 2025 and the scope has been agreed for the second stage. 3. The scheduled clearance and repair work continues to be implemented to help reduce flood impacts to people and property. 4. Following completion of the coastal management studies for Stevenston & Irvine, progress is being made to develop local Coastal Change adaptation plans for the study areas. A site investigation is planned to confirm the presence of contaminated spoil and how exposed this material could be to future coastal erosion. 5. Following completion of the Upper Garnock Flood Protection Scheme and an update of the Lower River Irvine hydraulic model, a consultant has been appointed to update the relevant parts of the Council’s flood resilience plan, including measures at Cunninghame House and Marress House. 11 September 2025: No Further update at this time. 30-Jun-2028 Thomas Reaney
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Risk Code SRR2526_R07 Risk Title Community Capacity Building and Empowerment Latest Note Date 16-Sep-2025 Risk Owner Rhonda Leith Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Unrealistic timescales for progressing of aspects of legislation of the Community Empowerment Act (Scotland) 2015, such as Community Asset Transfer. Potential changes to national legislation and unintended consequences that impact upon our local community structures and support. Pressure to support community capacity building and the variation of needs within a reducing workforce. Duplication of effort across HSCP and Locality Partnerships to foster community participation and deliver engagement activities. Complying with the complex and resource intensive consultation legislation in service redesign. Rising energy and utility costs relating to property management. Budget savings and pressure on property maintenance budgets. Where the risk is not managed effectively the potential benefits of community capacity building and empowerment may be lost. Widening inequality gap between those communities where levels of capacity and engagement with the empowerment agenda are high and those with less social capital where interest remains low, which constrains the ability to influence the planning and delivery service. Any disconnect between the Council’s aspirations, community appetite for increasing ownership of assets and what communities themselves feel able and prepared to commit to can result in community assets reverting back to Council. Accelerating asset transfer risks losing services and facilities and risks the ability to plan, connect and deliver strategic services. Over-engagement carries disengagement and engagement fatigue. Increased property costs can be a deterrent for organisations engaging and completing the CAT process. Lack of budget to undertake proactive maintenance is resulting in NAC buildings falling into disrepair detracting organisations from progressing to lease and or ownership of NAC assets. Ongoing commitment to community empowerment and locality partnerships from CPP. Six locality partnerships and alignment with HSCP locality arrangements. Leadership of the CPP Senior Officers’ Group. Enabling approach with community partners and support with third sector interface to build capacity and identify opportunities for growth and sustainability. Reviewed guidance and processes relating to community empowerment functions. Participatory budgeting approach local grants, commitment to PB with partners and leading practice in mainstreaming participatory approaches. External funding bid help for groups through regular meetings with third sector, funders and funding officer. Joint support for training with Scottish Community Development Centre. Investment from Community Asset Transfer Start Up Fund, prioritising additional staffing capacity to support CAT in TACT. A collaboration and shared resource approach across Connected Communities Teams will be taken to ensure the Service deliver on this priority. Community Engagement Network supports staff across the Council and partners to implement the National Standards for Community Engagement in their work. Careful monitoring of staffing capacity to ensure legislation is met. Standing item at Senior Manager Meetings to assess impact Progress discussions with key stakeholders re dependencies on the progress and impact of delays. 5 4 Status Risk Score Heat Map Change in Score Approach No change Treat Increasing 20
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Strategic Risk Action Plan 16-Sep-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Implementation of Community Empowerment Act: Existing controls remain effective and are kept under review. 16 September 2025 6-month progress report completed and scrutinised by CPP Board; annual update underway. 31-Mar-2025 Rhonda Leith 16 September 2025 No further changes – work still continuing as above. 31-Dec-2024 Rhonda Leith Staff capacity: Existing controls remain effective however forthcoming VER structure changes will result in a reduction of CLD professional staff and risks further pressures on staff to deliver effectively to key outcomes. 20 February 2025: Ongoing discussions being held with key stakeholders re capacity across Council services and impact on timescales. 16 September 2025 Capacity remains a concern. Ongoing monitoring taking place. 31-Dec-2024 Rhonda Leith Duplication of effort: Clearly defined roles and lean processes are reviewed and maintained to avoid duplication of effort and minimise time and resource wastage. The team foster open communication channels with both staff and key stakeholders. 16 September 2025 Consideration of admin functions still ongoing. 31-Dec-2024 Rhonda Leith Consultation: Existing controls remain effective. Existing controls remain effective and hybrid engagement models have been implemented post covid to encourage and provide greater access to participation. 20 February 2025: An extensive programme of budget engagement took place between 10 October and 25 November 2024 including surveys across six main themes as well as in person and online focus groups. The approach was designed to support our residents to contribute their views, make the surveys more accessible and avoid digital exclusion. This has resulted in 4,461 responses and almost 40 community conversations across the six budget themes, more detailed feedback on proposals and considerable engagement with community groups across North Ayrshire. The engagement has also enabled our residents to bring petitions on specific options to the Audit and Scrutiny Committee and Cabinet, demonstrating a high level of engagement with democracy within our communities 16 September 2025 Work on the 2026/27 budget engagement exercise is about to commence. Further consultation on various service design decisions are under way. Joint training with Scottish Community Development Centre is being planned following the Connected Leadership programme on Communities and Local Democracy. 31-Mar-2025 Rhonda Leith
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Increased property costs and lack of investment in community assets. 20 February 2025: Strategic plan for use of CAT investment funds in place. ELT oversight continues of plan and spend. Horizon scanning for other potential investment opportunities carried out on an ongoing basis. 16 September 2025 Strategic plan continues to be delivered with ELT oversight. Connected Communities and PMI staff meet regularly to prioritise work. External funding routes are being explored and maximised on an ongoing basis. 31-Mar 2025 Rhonda Leith
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Risk Code SRR2526_R08 Risk Title Property Asset Risk Latest Note Date 11-Sep-2025 Risk Owner Russell McCutcheon Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The long-term impact of restricted budget availability for investment in the Council’s property assets means these assets are in declining condition and have greater long term investment needs. Systemic building safety issues have been evidenced by issues such as national high profile safety issues, and the presence of RAAC through the public sector property portfolio. These have highlighted the substantial increasing burden of property asset management. There have been a number of near misses or critical failures of aging heating plant and equipment which the council cannot afford to replace on a programmed basis. Inflationary pressures, and on-going volatility in the construction & related activities sphere, place further difficulties in the ability of restricted budgets to address all priorities. Maintenance issues and failure of building components are increasingly likely to result in disruption to service delivery. There is also an increasing risk of health and safety and statutory compliance obligations not being achieved. Property events requiring significant interventions leading to service disruption, closure of facilities, decant etc. are in increasing in frequency and often over-lapping (often coinciding with weather events). Property condition information is gathered and recorded within the Council’s electronic asset management system, providing a baseline to measure building element lifecycle replacement requirements across the corporate estate. The limited investment available is therefore targeted on priorities. Reactive maintenance, and statutory compliance are also undertaken corporately by PMI, by appropriately trained / experienced staff. There is an on-going Transformation programme workstream focusing on property rationalisation as a means of reducing the financial burden of the estate through reducing overall area occupied (aligned to carbon reductions). Post Incident reviews and lessons learned exercises with actions undertaken where feasible to do so. Risk based property reviews are underway to examine, on a property by property basis, where property risks have the potential to impact service delivery. The information gathered influences both investment plans and business continuity plans. This work is on-going in respect of the school estate and is being rolled-out to other services’ assets. An additional £0.5m has been allocated in the 25/26 budget to the Property Lifecycle Budget to address condition issues within the corporate estate. In addition, £0.5m has been allocated to undertake energy efficiency measures in the property estate and a joint Sustainability / PMI working group has been established to identify and progress relevant investment. This will be coordinated to ensure optimal benefit for both energy efficiency and property condition. Business Continuity Planning, taking cognisance of the risks posed by potential building unavailability is also being strengthened. 4 5 Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 20
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Strategic Risk Action Plan Date Updated 11-Sep-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG CC&M team within PMI managing reactive maintenance and statutory compliance. Team resources stretched; however, restricted budgets are principal risk. 21 February 2025: Although previous vacancies were successfully filled, further staff departure now requires recruitment process – continuing to stretch resources. 11 September 2025 Vacancies in the team have now been filled; however, a further post will become available in October 2025 due to retirement. Ongoing Russell McCutcheon Asset management team within PMI collecting asset condition information and leading prioritisation of lifecycle investment. Improved asset management system is being investigated; however, restricted budgets are principal risk. 11 September 2025 Scoping for a new asset management system is well advance, and a pressure bid has been prepared to secure funding to take this forward. Ongoing Russell McCutcheon Property rationalisation programme Locality based property review work currently underway to increase scale and pace of implementation. 21 February 2025: The programme of accommodation moves flowing from the Irvine Property Review is well advanced and scoping has commenced for further review of the Council’s estate across all localities. Ongoing Russell McCutcheon Risk based property review process Requires up to date property information, including client information and cross service buy-in to be effective. 21 February 2025 In addition to the estate review meetings noted above, Business Continuity Planning, taking cognisance of the risks posed by potential building unavailability is also being strengthened. 11 September 2025 Review of the Communities Estate has been undertaken, and on-going quarterly meetings have also been established, following the same process as established in respect of Education. Ongoing Russell McCutcheon